Blackbaud wanted a deep inside view to the travails of its social good clients. Beyond “how can we make the user interface better?” Blackbaud wanted to know what its clients were struggling with each and every day. In the same way a car designer needs to know a lot about the family its cars transport, Blackbaud needed to know about the everyday life of its social good clients.

Unite for Bleeding Disorders, the National Bleeding Disorders Foundation (formerly the National Hemophilia Foundation) signature fundraising events team wanted “word help.” They needed their copy supporting their event series to be more donor centric, as they were moving away from the transactional past of the organization. 

The Lung Cancer Research Foundation (LCRF) found itself in the aftermath of a failed merger and was struggling financially. The merger forced senior leadership to inherit several poor strategic decisions. LCRF needed to become aligned internally before it could drive strategy and engage volunteers. The organization wanted to undertake a strategic planning process that would ensure buy-in for needed culture change on behalf of the staff and the board.

Just as Shatterproof was emerging with its life-saving mission and message through its peer-to-peer program, the pandemic caused them to stop and take stock. Even before the pandemic, the organization knew it wanted to make substantive changes to its social fundraising model, which previously had been a traditional registration fee/5K Walk-Run model.

The CEO wanted to move fast. Real fast. He wanted the best advice in as short a time frame as possible.

Sometimes a nonprofit’s “case for support” is hard to write. There are lots of reasons; often people who are involved in the day-to-day fulfillment of the mission get tied up in the details. It’s difficult to avoid… Such was the situation for Charity Navigator. A 501c3 itself, the organization’s mission is to make impactful giving easier for donors. Since 2001, the organization has empowered millions by providing free access to data, tools, and resources that facilitate philanthropic decision-making.

The major and planned giving team at U4U lost three of its seven staff members: one to resignation, one to retirement, and one to medical leave. They needed a leader to organize the remaining staff to cover both the emergency work and to organize the team to capitalize on the unprecedented number of new donors to the organization.

They needed experience—and fast. From the first phone call to “in the chair,” Joan Russo was working within 48 hours.

Uplifting Athletes’ mission is to harness the power of sport to build a community that invests in the lives of people impacted by rare diseases. Allison Kostiuk, the consultant assigned to the organization, leaned in hard.